technical assistance panel
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TECHNICAL ASSISTANCE PANEL
Indian Wells, California October, 12, 2016
For the City of Indian Wells
THE URBAN LAND INSTITUTE (ULI)
What is ULI?
• Founded in 1936, as a non-profit research and education organization
• Nearly 40,000 worldwide - public and private sector professionals
• ULI Orange County/Inland Empire is one of the largest District Councils
• Mission: To provide leadership in the responsible use of land in creating and sustaining
thriving communities worldwide.
About the Urban Land Institute
• Advisory services since 1947
• TAPs at the local level with members volunteering
• Provides public sector with tools
• Professionals with expertise in real estate, planning, finance, design, marketing
• Process provides unbiased findings and recommendations
Technical Assistance Panels (TAP)
Goal of TAP
• Produce options to facilitate future development of the opportunity sites to generate
a long-term financial benefit to the City, and bolster’s the City’s brand.
• Create an Implementation strategy, which takes into account multiple property
ownership and the current state of the economy.
Panelists TAP Chair
ULI Staff & Support
Participants
Ann Cutner, Landscape Architect, ima
Gustavo Duran, Principal, Core Realty Advisors
Adam Gilbert, Broker & Attorney, Gilbert Avriette
Steve McCormick, President, Agora Planning + Design
Carl Rieger, Managing Director, Eastdil Secured
Angelina Tovar, Financial Analyst,
Shopoff Realty Investments
Allen Parker, former City Manager
San Bernardino
Phyllis Tuchmann, Executive Director ULI OC/IE
Kendra Chandler, Director, ULI OC/IE
Oscar Uranga, ULI OC/IE TAP Advisor,
Project Manager with Shopoff Realty Investments
Samantha Singer, Report Writer
Meet with City &
Stakeholders• Clearly understand
issues, vision, and
objectives
• Maximize ULI’s land use
expertise
• Provide relevant solutions
and recommendations
Due Diligence• Review existing
information
• Perform a site visit
• Conduct interviews
Establish
a Scope
of Work
Brainstorm• SWOT Analysis
• Concept Plans
Process
Panelists Present their Conclusions
and Provide a Written Report.
SCOPE OF WORK
What are the needs of the City?
Scope of Work for TAP
1. What is the highest and best use for individual vacant properties to:
– Generate long-term revenue sources for the City?
– Provide amenities to residents at a level of quality indicative of the Indian Wells brand?
– Bolster the City as the premier resort destination in the Coachella Valley?
2. What projects are economically viable and within what timeframe?
3. How can the City remove barriers to development of desired priority projects?
4. How do individual projects fit within the broader coordination of land use planning,
specifically in support of continued expansion of the Tennis Gardens?
Opportunity Sites
Site Photo
DUE DILIGENCE
Research existing information and visit the
site and surrounding area.
Due Diligence Information
• City of Indian Wells Economic Development Plan–IW Economic Dev. Dept. 2016-17
• Indian Wells Market Overview - Buxton 2015
• Destination Development Plan - Greater Palm Springs Convention & Visitor’s Bureau 2016
• Profile of the City of Indian Wells – Southern California Association of Governments (SCAG)
• General Plan Housing Element/Zoning – City of Indian Wells
• Miles Crossing SP – Miles Avenue Development & City of IW 2006 (TAP Parcels 5,8 & 9)
• Town Center Specific Plan – City of Indian Wells 2007 (TAP Parcels 4, Partial 6 & 7)
• Stakeholder List – City of Indian Wells 2016
• CV Link Conceptual Master Plan - 2016
Summary of Due Diligence Findings
• Tourism makes up 64% of the General Fund Budget for 2015/16.
• 96% of money spent in Indian Wells is from Visitors.....4% from residents.
• The four existing hotel resorts and the Indian Wells Tennis Garden are the largest
contributors to City revenues.
• Strengths/Opportunities: brand, existing tourism base, Indian Wells Tennis Garden, Hwy.
111, remaining vacant land.
• Weaknesses/Threats: summer heat, limited revenue generating land use, lack of a
master plan or vision for remaining vacant land.
STAKEHOLDER MEETINGS
Conduct interviews with stakeholders.
Summary of Stakeholder Interviews
• Need for unique destination uses that will draw people to Indian Wells and create
revenues for the City.
• Increase summer visitation through the use of water related or indoor uses.
• Uses should be connected and complementary to each other and should tie into the
IWTG as much as possible.
• The opportunity sites should be connected to the existing resort area.
• A mixed use master plan (campus) should be prepared in coordination with all land
owners and stakeholders.
• Need to keep current IW resort guests in IW for their consumer spending.
Summary of Stakeholder Interviews
• There is a lack of demand for retail in IW due to the existing abundant supply in La
Quinta and Palm Desert.
• There is a lack of wayfinding and pedestrian connectivity in the resort area.
• Convention Centers are typically not profitable and there does not appear to be
significant demand.
• Additional hotels would be a challenge presently due to seasonality and increase
competition.
• Residential uses are not preferred due to existing supply (and lack of tax revenues)
and weak fiscal impact-services outweigh revenues.
• The City’s approval process has been streamlined by outsourcing plan checkers.
Renaissance Improvements
Additional improvements are being considered by the
IW Golf Resort, Hyatt, Miramonte and IW Hotel
Resort.
Indian Wells Tennis Garden Improvements
RECOMMENDATIONS
Provide recommendations to the scope of
work questions.
Question #1
1. What is the highest and best use for individual vacant properties to:
• Generate long-term revenue sources for the City?
• Provide amenities to residents at a level of quality indicative of the Indian Wells
brand?
• Bolster the City as the premier resort destination in the Coachella Valley?
Recommendations to Question #1
• Consider a Holistic and comprehensive approach which includes a study of all the
opportunity sites and surrounding area
• Focus on a high impact entertainment mixed use as catalyst to drive regional
demand
• Functional year round
• Create energetic, upscale gathering place to attract both visitors and residents.
• Include a flexible plan to accommodate changes in the market
• Create uses that would complement the Indian Wells Tennis Garden
• Create unique uses not directly competitive with other CV municipalities
Recommendation to Question #2
2. What projects are economically viable and within what timeframe?
• The best opportunity for an economically viable approach is an overall master plan that
creates regional draw
Recommendation to Question #3
3. How can the City remove barriers to development of desired
priority projects?
• Develop a Master Plan with preferred uses
• Develop a strong community outreach program
• Hire a consultant(s) to provide conceptual designs
• Create Public/Private collaboration
• Offer development incentives
• Appoint a strong leader or facilitator of the public/private collaboration
Recommendation to Question #4
4. How do individual projects fit within the broader coordination of land use planning,
specifically in support of continued expansion of the Tennis Gardens?
• Individual parcels need to be looked at in context of a larger master plan approach
• Propose uses that are complementary to the Tennis Garden
• The master plan should be flexible to accommodate fluctuating market demands in
product type and scale
• Ideally the plan would promote connectivity with the existing Resort Center and the
potential CV Link
List of Land Uses
1. Entertainment and Attractions Domed (retractable) Multi-purpose venue - for hosting wine
& cheese festivals, concerts, art shows, car shows, farmers markets etc.
TopGolf Entertainment retail Amphitheater/Concerts Arena Bowling - Higher end (Lucky Strike/Splitsville/Pinstripes) Entertainment Themed Clubs - Dave & Busters / Escape
Room / Punch Bowl Social Movie Theater - Higher end ( Cinepolis/ Soho House) Rock climbing Wall - Momentum Indoor Climbing High End Casino / Card Club Music Venue – year round music supported by the annual
festivals. Pop up shopping Farmer’s market Water Activities
o WaterParko Cable Wake/Aquatic Parko White Water Rapids Kayaking
o Wave/Surf Pool/Surf riders
o Aquariumo Chillers for pools (summer time)o Lazy rivers
o Water slideso Great Wolf
2. Outdoor Destination/Sports Sports Management and Training Facility (potentially in
conjunction with USOC, USGA or USTA).
Fitness Centers. White water kayaking.
Lawn bowling/croquet facility. Extreme outdoor athletic events venue.
Water/wakeboard park. Ferrari World race car driving simulators
Zip lines. Rock climbing walls and facilities.
Bunge jumping. Large indoor sporting complex (basketball, volleyball,
etc.).
3. Medical, Health & Wellness
Destination Holistic health development, vegan restaurants and
education center. Medical facilities (coordinating and partnering with
Eisenhower/Argyos). Mayo facilities and Cleveland Clinic Annex).
Health and wellness retreat (e.g. Canyon Ranch, Mirasol). Venue for Wanderlust Festivals (yoga festivals).
Longevity concepts.
List of Land Uses
4. Food and Dining Culinary School (Le Cordon Bleu, Johnson & Wales, Leiths). Food and real estate forums. Incubator food courts that allow new chefs to share their talents, rotational restaurants including
craft breweries, specialty shops and butchers. Avant-garde craft dining concepts (The Camp, The Lab, SoCo and the Packing House adjusted to
the Desert life). High end “Restaurant Row” on Hwy. 111.
5. Art and Culture Museums
o Historical Hollywood Era.o Tennis museum.o Golf museum.o Art museum.
Artist’s facilities (e.g. ARTLAB, Ox-Bow, WAV, etc.).
6. Education Educational Facilities - Annex of Prestigious Universities (Harvard, Princeton, Cornell) with Focus
on Hospitality and Sports Medicine & Management. Culinary Schools.
7. Boutique Hotels and Vacation Homes Boutique Hotel.
Fractional, Vacation Ownership, etc. Shared economy oriented product (Airbnb, VRBO).
List of Land Uses
8. Transportation and Wayfinding Signage to coordinate with CVAG valley-wide efforts.
Trails and bicycle friendly streets.
Shuttle services.
CV Link
o Bike rental docks
o Events
Parking structure with shared parking.
9. Eco-sustainable Destination Ecology Center – similar to the one in San Juan Capistrano.
10. Growing Business Midweek Convention Center/Conferences.
Company retreats/workshops.
11. Events That Fill Need Periods Bicycle races (e.g. Patriotic Bike Race).
Running races. Concerts.
Festivals (art, food, microbrew, chili cook-off, film festivals, etc.).
Speaker’s series.
PLANNING CONCEPTS
A development scenario for the opportunity sites
Concept & Connectivity Diagram
Entertainment Driven Retail
“Retailers have been struggling in
the post-recession economy, but
the sharpest brands in this sector
are doing something differently.
They are moving beyond focusing
on the transaction and using
entertainment to get consumers to
part with their hard-earned cash.”Retail: The New Entertainment by Ida Rezvani –
Campaign US
Top GolfOver 30 location nationally
Mall of the EmiratesDubai, United Arab Emirates
Mall of AmericaBloomington, Minnesota
District Concept Diagram
Illustrative Concept Site Plan
Whitewater Kayaking/Rafting
Rock Climbing
Zipline
Cable Wakeboard/Aqua Park
Cable Wakeboard/Aqua Park
San Antonio Riverwalk
Indoor/Outdoor Environments
Health, Sports & Wellness
Great Wolf Lodge
Highway Mixed Use
Highway Mixed Use
Highway Mixed Use - Museum
Highway Mixed Use – Casino/Card Club
High End Casino/Card Club (Parcel 10)
Implementation Strategy
Create Public/Private Collaboration
– Appoint a strong leader or facilitator of the public/private collaboration
– Prepare a strategy for the study area including the Tennis Garden and
resorts.
– Require market studies, economic models and development
proformas to assess feasibility.
– Identify joint use projects such as parking structures.
– Identify economic development incentives.
Implementation Strategy
Questions or Comments?
THANK YOU FOR YOUR TIME
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